According to D. Woodhouse ”organizations exist for a purpose, sometimes set out in a mission or objectives; then they plan and act in ways intended to achieve these objectives” . Defining and documenting of processes and their interaction is basic prerequisite for effective management of the organizations. Therefore, idea of the lean management which is based on processes risks and weaknesses analysis is very useful. The main aims of this paper are to describe common features of processes and documents lean management and to highlight the essence of the documents and leadership for lean concept implementation. The use of lean management concept has to be combined with a total value chain strategy particularly considering process management supported by the documents management and lean managers on different stages of an organizational structure.
PL
Według D. Woodhouse „organizacje istnieją w jakimś celu, czasami określonym w misji lub celach strategicznych, później planują i prowadzą działania zmierzające do osiągnięcia tego celu”1. Definiowanie i dokumentowanie procesów i ich wzajemne oddziaływanie jest podstawowym warunkiem efektywnego zarządzania organizacjami. Dlatego idea lean management, która opiera się na analizie ryzyka i słabych stron procesów jest bardzo przydatna. Głównym celem artykułu jest identyfikacja cech procesów „odchudzonego” zarządzania i ich dokumentacji oraz podkreślenie istoty przywództwa dla prezentowanej koncepcji lean. Zastosowanie koncepcji lean management musi być połączone ze strategią tworzenia łańcucha wartości szczególnie biorąc pod uwagę proces zarządzania wspomagany zarządzaniem dokumentacją oraz działalnością kierownictwa (lean managers) na różnych szczeblach struktury organizacyjnej.
Artykuł składa się z trzech części: uwag wstępnych, części zasadniczej podzielonej na dwa podrozdziały pt. „modele kompetencji w organizacjach” oraz „kompetencje menedżerów a pozycja rynkowa przedsiębiorstw IT”, oraz części trzeciej – uwag końcowych. W części pierwszej, we wstępie zwrócono uwagę, na fakt, iż menedżerowie pracujący w trudnych gospodarczo czasach, chcąc utrzymać poziom jakości zarządzania w swoich organizacjach, powinni budować w swoich organizacjach modele zarządzania oparte o kompetencje pracowników. W dobie kryzysu gospodarczego bowiem, tylko przedsiębiorstwa nowoczesne, oparte na wiedzy swoich pracowników potrafią przetrwać. Wiedza pracowników jako główny element kompetencji, jest jedną z najważniejszych składowych kapitału przedsiębiorstwa. W pierwszym podrozdziale części drugiej scharakteryzowano modele kompetencyjne w organizacjach, oraz składowe poszczególnych elementów kompetencji takie jak: wiedza, umiejętności i postawy. W drugim podrozdziale na podstawie przeprowadzonych badań przedstawiono jaki jest związek kompetencji menedżerów z wynikami organizacji IT. Określono które z badanych składowych kompetencji mają największy związek z wynikami, a które nie są bardzo istotne. Artykuł kończą uwagi końcowe, w których podsumowano wyniki badań otrzymane z 25 przedsiębiorstw od 104 ankietowanych menedżerów pracujących w firmach z branży IT wdrażających zintegrowane systemy wsparcia zarządzania.
EN
The article consists of three parts: preliminary observations, the fundamental part divided into two subsections: "Models of competence in organizations" and "competence of managers and IT companies market position," and part four - concluding remarks. In the first part, in the introduction it was pointed out that managers working in difficult economic times, in order to maintain the level of quality management in their organizations, should build their organizations management models based on the competence of the employees. In the era of economic crisis, only a modern enterprise based on knowledge of their employees are able to survive. Knowledge of workers as a key competence is one of the most important components of the company's capital. In the first section of the second part, the competency models in organizations were characterized. In that part were also shown the individual elements of competence, such as: knowledge, skills and attitudes. The second section shows what there is an impact of the competence of the managers on the results of the IT organization. It was also determined which of the researched components of competence have the greatest impact and which are not very important. The article ends with concluding remarks, which summarizes the results. The researched based on 25 IT companies implementing integrated management systems and its 104 workers that were respondent
Background and purpose: Participation of future entrepreneurs in Academic Incubators of Entrepreneurship (AIE) in Poland is one of the innovative paths to shape their managerial competences. The aim of the paper is to analyse and evaluate the activities of the AIEs as an environment inside of which managerial competencies are formed, and formulate recommendations concerning the improvement of AIEs, in terms of the development of managerial skills of future entrepreneurs. Design/methodology/approach: The author relied on research - study surveys and empirical, qualitative, exploratory research, which were supported by figures. The author focused on four important issues: - Motives of researchers and students interested in the support of AIE; - The quality of support offered by the incubator to its participants as well as the frequency of use of this support by future entrepreneurs; - The possibility of extending the support system for AIE participants; - Traits / managerial and entrepreneurial competences desired in people running their own businesses. Results: AIE participants are focused primarily on implementing their business ventures and to a much lesser extent, care about the simultaneous development of their managerial competencies to manage these projects. It is manifested, among other by differentiated assessment of the suitability of certain forms of support from the incubator and the low intensity of use of this support. Despite this, AIE participants perceive the development of desirable traits and strengthening of specific entrepreneurial, management competencies. It is not a very dynamic growth, although it translates into their motivation to start a business after leaving the incubator. Conclusion: It is recommended to place greater emphasis on mobilizing the future entrepreneurs to make use of forms of support for the development of their managerial competences. It is necessary for complex preparation of future entrepreneurs to independently conduct business after leaving the incubator
Celem opracowania jest identyfikacja i charakterystyka najważniejszych kompetencji interpersonalnych w działalności usługowej powiązanej z polskim rynkiem ubezpieczeń. Podejmowana będzie próba odpowiedzi na pytanie czy istnieje pewien uniwersalny zestaw kompetencji interpersonalnych niezbędny w pracy zawodów związanych z branżą ubezpieczeniową, oraz czy może jedne kompetencje wymagane są w wyższym stopniu niż inne, oraz czy zestaw ten jest różny w stosunku do agentów prowadzących własną działalność gospodarczą, ich pracowników zajmujących się sprzedażą ubezpieczeń oraz menagerów w firmach ubezpieczeniowych.
Business environment is constantly evolving and it is getting shrunk as managers acting in the market economy encounter some problems and a great deal of implicated solutions from one country can be applied in others. This situation leads to the rise of market systems where various agreements, which are reached, aim at liberalization of trade and cooperation [Penc J., 2003, pp.126-127]. The speed of forwarding messages, products, services, easiness in making relationships, blurring the time and spatial boundaries, and convergence of customer’s tastes or standard unification enable trade and world’s production to develop. It also causes the borders to be on the decline at the same time increasing enterprise competition level internationally. The objective of paper is to indicate and describe the selected aspects connected with enterprise internationalization. The analysis and review of national and international literature were provided in the article.
This article deals with the identification of characteristics, abilities and competences of successful managers in the field of creative industry. In this work it is assumed that creativity and communication skills are unchangeable for a successful manager and it reflects new views of R. Florida on the connectivity between creativity and economic growth. The article presents what kind of creative competences future managers – students dispose (results show a high score of creativity) and in a short survey monitors creative abilities of managers from practice (paradoxically they reach the low score). It is also focused on real demands of praxis and suggests techniques for development of creativity, emotional intelligence and communication competences. The contribution was supported by grant VEGA 1/0399/11.
Safety is a problem that every organization that wants to shape its competitiveness must be able to face in order to maintain its advantage on the market. From the point of view of the management process, the implementer of the organisation’s safety is a manager who – in shaping the organisational culture – must take into account safety factors in the broad sense of the word. Safety culture is a determinant of an organisation operating in the second decade of the 21st century. The aim of the study is to present the proprietary conceptual model of the organisation’s safety culture manager. The article was created as a result of a study of the literature on the subject along with the author’s interpretation.
This work is a type of research. The results of a study show the style of leadership in a housing cooperative. All managers participated in this study. Analysis of the results presents that all managers use a democratic leadership style.
PL
Praca ma charakter badawczy. Zaprezentowano wyniki badań mających na celu identyfikację stylu kierowania w spółdzielni mieszkaniowej. W badaniach wzięli udział wszyscy kierownicy. Analiza wyników badań wskazuje, że wszyscy kierownicy stosują demokratyczny styl kierowania.
The paper presents some results of research on human resource management in the local government unit. The study also focused on the identification of management style and managerial motives. Studies have shown that the test area is functioning properly. In some identified leadership styles extreme democratic approach managers can be considered as excessive.
PL
W artykule przedstawiono wybrane wyniki badań dotyczących zarządzania zasobami ludzkimi w jednostce samorządu terytorialnego. Analizy dotyczyły również identyfikacji stylu kierowania i motywów kierowniczych. Badania wykazały, że badany obszar funkcjonuje prawidłowo. W przypadku zidentyfikowanych stylów kierowania można uznać skrajnie demokratyczne podejście kierowników za przesadne.
Artykuł podejmuje problematykę relacji między pracownikiem a kierownikiem projektu. Badania mają na celu zbadanie relacji między pracownikiem a kierownikiem projektu w ramach projektów realizowanych w europejskich przedsiębiorstwach. Struktura artykułu składa się z dwóch głównych części. Pierwsza z nich jest teoretyczna, druga empiryczna. Dane empiryczne zostały zebrane za pośrednictwem niestandaryzowanych wywiadów z pięcioma kierownikami projektów i pięcioma pracownikami zespołu.
EN
The article deals with the problem of the relationship between an employee and a project manager. The research aims to examine the employee - project manager relationship in the projects of European companies. The article consists of two main parts. The first is theoretical, the second empirical. The empirical data was collected by conducting semi-structured interviews with five project managers and five team employees.
Introduction. This article examines whether different levels and types of managers' sense of humour influence psychological climate in a work team.The Aim of the Study. To investigate whether different levels out of four humour styles (affiliative, self-enhancing, aggressive, and self-defeating) and managers' sense of humour influence the psychological climate in a team of employees.Materials and Methods. Four varieties of sense of humour were investigated: affiliative, self-enhancing, aggressive, and self-defeating as well as the aggregate multidimensional sense of humour. Multivariate analysis of variance (MANCOVA) was used with a factorial 2 x (gender) x 2 (age) x 2 (humour) as independent variables and level of psychological climate (Support and Involvement scales) in work group as a dependent variable, and EQ interpersonal factor as covariate.Results and Discussion. Female managers' sense of humour does not affect psychological climate in a work team indicating that the subordinates do not appreciate (or simply ignore) females' sense of humour. This conforms to the researches identifying prejudges against female managers. Some research papers state that the managers' role is perceived and explained through traits which are more often attributed to males than females. For male managers sense of humour is linked to the subordinates' willingness to be involved in work, indicating that subordinates appreciate and estimate that the manager has a sense of humour and they are more eager to take up their work roles when the supervisor is understanding and supportive. Controlling of the age factor revealed that sense of humour is important only for young male managers (those under 40); managers with a good sense of humour are perceived as supportive by the subordinates. For older managers (41 and above) no significant differences were found; that means that humour can help if a manager does not have much experience as it in the case with young managers.
The article deals with the decision-making process in the efficient operation of a manager. The author presented a model of the decision-making process focusing on managers who nowadays will have to make more and more difficult strategic decisions.
The article considers the problems and peculiarities of professional self-determination of marginalized teenagers, assistance to teenagers with deviant behavior in professional self-determination and social adaptation on the basis of carrying out the competition of students’ creative works «I am a MANAGER» is offered, educational course "Professional self-determination and career of a Manager" that promotes the absorption of socially useful standards of behavior and values, convergence of attitudes and orientation of the individual with the expectations of the social environment.
Zarówno określenie kierownik, jak i określenie manager ma swoich zwolenników i przeciwników. Dostępnych jest wiele publikacji jak i dyskusji, które pochylają się nad tematem różnic i podobieństw tych obu funkcji. Celem artykułu jest wskazanie miejsca kierownika oraz managera w przedsiębiorstwie, sprecyzowanie obszaru zadań obu tych funkcji jak również, zlokalizowanie tych terminów w świadomości osób pracujących w korporacji, na podstawie przeprowadzonego badania ankietowego . Czym dziś różni się kierownik od managera? Czym różni się kierowanie od zarządzania?
EN
As can be seen from the presented issues, in management literature, the terms manager and manager are used interchangeably, there is also no specific systematic that clearly indicates where the manager's competence ends, and the manager's competence begins. Often, the tasks performed by the manager are identical to those of the manager, but it is important to emphasize that these are two different positions, which make sense in the linguistic sources to manage and direct. What is more, the competencies that a manager deserves is a manager, often a competency that belongs to managers and vice versa. It is difficult to separate the two positions precisely from each other, as previously mentioned, the functions within them cross into many directions. The more problematic is the distinction between the two positions, for those unaware of the subject. A survey conducted by an international corporation, on a sample of 100 people, indicates that the lower level staff surveyed did not see a significant difference between these positions. Education, information and so-called feedback are very much needed on what is the manager's job and what the manager's responsibilities are. What should be emphasized is that these positions are not identical and distinguishing them is a challenge in our day.
Celem artykułu jest przedstawienie związku między osobowością a stylami radzenia sobie ze stresem wśród kadry zarządzającej – menedżerów – ochrony osób i mienia. Badaniami objęto 60 menedżerów z różnych miast Polski z jednej firmy ochroniarskiej. Do pomiaru cech osobowości użyto Inwentarza Osobowości NEO-FFI Costy i McCrae w polskiej adaptacji Zawadzkiego, Strelaua, Szczepaniak i Śliwińskej, natomiast style radzenia sobie ze stresem badano Kwestionariuszem CISS autorstwa N.S. Endlera i J.D.A. Parkera. Analizując związek między cechami osobowości a strategiami radzenia sobie w sytuacjach stresowych badanych menedżerów, otrzymano dodatnią korelację między ugodowością a stylem skoncentrowanym na zadaniu, zaś ujemną między ugodowością a stylem skoncentrowanym na emocjach. Poza tym, otwartość na doświadczenia oraz sumienność badanych menedżerów ujemnie koreluje ze stylem skoncentrowanym na emocjach oraz ze stylem unikowym.
EN
The aim of this study was to present the relationship between personality and styles of coping with stress among managers working in the security service protecting people and property. Sixty managers working for a security company in different cities in Poland were surveyed for the study. Personality traits were measured by means of the Personality Inventory NEO-FFI by Costa and McCrae (Polish version by Zawadzki, Strelau, Szczepaniak and Sliwinska), whereas styles of coping with stress were measured using the CISS Questionnaire by N.S. Endler and J.D.A. Parker. The analysis of the relationship between the personality traits of the surveyed managers and their coping strategies in stressful situations yielded a positive correlation between Agreeableness and Task-focused Coping Style, and a negative correlation between Agreeableness and Emotion-focused Coping Style. In addition, Openness to Experience, and Conscientiousness of the managers correlated negatively with Emotion-focused Coping Style and Escape-Avoidance Coping Style.
Paper refers to the book by John Hendry, a British philosopher connected also to the US Notre Dame University, Between Enterprise and Ethics: Business and Management in a Bimoral Society. The author presents in a persuasive manner axiological context of business behavior characteristic for Western societies. What is stressed in the paper is that it is not a bi-morality but division between praxiological directives upgraded to the level of ethics, mainly utilitarian, and norms ethical sensu stricte. In relation to that it is claimed that contemporary manager should act as a politician and leader rather, than as a technician.
Motivating to perform remains a very inspiring field of scientific studies. In spite of extensive research in this field, some areas, of niche nature, that require exploration can be identified. Motivating the managers is one of such areas, less popular but of tremendous importance in the process of managing a contemporary organisation. This article is theoretical and empirical. It was written to present the original results of empirical research focused on assessment of the motivation impact of 47 financial and non-financial tools by several hundred Polish managers. The research tool used in the study process was the questionnaire prepared by the author of this paper. Key preferences of the group of employees are an important source of information required in the process of optimising the effectiveness of managing the human capital and an entire organisation.
The purpose of the paper herein is to investigate the different life objective structures of managers and specialists in public enterprises. Owners of private enterprises - entrepreneurs were analyzed as control group. Considering the data obtained by using the random sampling method, one may come to conclusions concerning the characteristics of the observed population. The research revealed that successful private owners-entrepreneurs, being the capital holders, have different structure of life objectives comparing to both managers and specialists in public organizations. The basic idea is that this can be considered as inseparable part of economic growth in any organization which also reflects on the management as well. Since the entrepreneurs invested the private capital to realize their ideas, it is logical that they want to increase their capital. On the other hand, managers and specialists in public enterprises do not have such a great sense for capital increment. They rather share the capital preferring to be sociable (clubs sponsors, great humanitarians). The reason of such acting can be found in a fact that Serbia was influenced by socialism which further resulted in poor education of managers and specialists to change their way of thinking. Managers as well as specialists should become knowledge workers who shall exchange the knowledge.
The issue of managerial competencies is important due to the fact that it is the management staff who are responsible for developing a corporate strategy, especially as far as SMEs are concerned. A process of competence development in SMEs is worth being investigated as it proceeds differently than in big organizations, the experience of which is used in the presented research. SMEs are the driving force of economy in well developed countries. Their competitiveness is largely determined by their managers’ competencies. They are inextricably linked with the process of education. Education systems and school curricula equip young people with knowledge and skills that are the basis for the later development of professional competencies and the ability to learn throughout one’s life. They are complemented by the process of lifelong learning, various forms of non-formal education and self-education. On the other hand, knowledge of competencies necessary for a given position (in this case managerial) is a source of knowledge for the development of an educational process fulfilling the needs of the labour market. The presented study covers the findings of a test survey, purpose of which was to identify the importance of key managerial competencies, competencies needed by managers in SMEs, and to define a set of competencies that managers wish to develop.
To čo dnes odlišuje víťazov od porazených sú vlastne informácie a znalosti. Z tohto dôvodu je manažérske vzdelávanie pre udržanie konkurencieschopnosti podniku veľmi dôležité. Efektívne výsledky a potrebná zmena vždy závisia od kvalitnej analýzy vzdelávacích potrieb a od zvolenia vhodných foriem i metód vzdelávania. Dôležité je, aby organizácie vedeli predvídať smer vývoja svojej oblasti podnikania a cielene na to pripravili svojich zamestnancov a nielen odpovedali na objavujúce sa potrebné zručnosti. Nie každá organizácia si to vie definovať. V ponuke je niekoľko vzdelávacích inštitúcii, ktoré organizáciám môžu pomôcť. Organizácia však musí mať jasne zadefinované, čo chce dosiahnuť. Pri výbere kvalitnej vzdelávacej inštitúcii treba prihliadať nielen na atraktívnosť ponuky, ale aj na serióznosť a kvalitu lektorov, na skúsenosti z tréningov. Pokiaľ má vzdelávanie získať postavenie v organizácii, ktoré mu patrí, musí byť vnímané ako dôležité a potrebné pre organizáciu, musí zabezpečiť naplnenie ich skutočných potrieb. Takýmto potrebám môže byť rozvoj, ktorý prinesie preukázateľnú pozitívnu zmenu doterajšie praxe, motivácie ľudí sa rozvíjať, zefektívniť procesy, zvýšiť produktivitu, motiváciou podporovať ostaný rozvoj, návratnosť investícii, stabilita kľúčových pracovníkov a mnoho ďalších.
EN
At present investing in human potential is considered to be the most important step for enterprise competitiveness sustainment. Therefore the top managers should consider the importance of education and its effectiveness for the enterprise. The goal of the paper is to point out to the educational methods of employees in organizations, actual trends and methods of managers' education in the world and in Slovakia. The organization changes approaching to manager’s education in fact how the real economic situation provides the innovated practices and procedures. The education change applies in the education institute and in an enterprise education itself. Presently not even in the world also in Slovakia we prioritize the methods where we can perform the natural ability and birth given ability of each member of the course. It’s very important thinking of the correct education way, furthermore, choosing the right education enterprise. The most common education way in Slovakia is taking education classes out of business place(on the job training), less common is taking „inside education program“ and finally visiting outsource training education classes. In majority the formal education and conference education are still very popular but they usage it’s very occasional. Different between winners and defeaters are in information worship and knowledge owned. Consequently, in this way the manager’s education is very important to keep the competitiveness sustainment in high level. Sufficient results and required changes depend on qualitative analysis the education needs and from suitable forms and methods of education. It’s very important if enterprise have prediction attitude in corporate business way and being able to prepare their employees.
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